B. salespeople must be well paidC.advertising iton television is themost effective wayD.producershavevariouswaystochoosefrom7.Whichofthefollowingbestexpressesthemain ideaof Para.8?A.Transportation is themajorfactor indistributionB. Tupperware distributes directly to the consumer through its party approachC.Apparel companies sell to retailers, who resell toconsumers.D.Placement can be done in many different ways.8. From the passage we may conclude that the most important thing to effective marketing isA.toproducehigh-qualityproductstomeet the needs of consumersB.to be able toadjust the Four Ps in response to the demands of the target marketC.tospendheavilyonpromotiontofacilitate saleD.to havefirst-class products and to be able to distributethem widelyIll. Choose the right meaning of the underlined part according to the context.1... and thefirm that isgood at target marketing will have a valuableedgeover its competitors.A. opinionB. advantageC. profitD. division2.Abusinessperson's firstmarketingdecision concerns the products or services that will attract customers inthetargetmarket.A. disturbsB. has to do withC. has an effect onD.applies to3.At Procter & Gamble, alert executives saw rising detergent costs as a threat to continued high-volumeusage of their products in the home...B. watchfulC.anxiousD.activeA. experienced4. Supermarkets have used this tactic successfully on two levels.A. methodB. testD.tactC.decision5. On the other hand, the desirability of some products depends on a high-quality image, which a high pricehelps to conferB. makeC. explainD.giveA. comfort6.Department stores also spend heavily on advertising,but they choose newspapers as the most effectivemedium.A. hardlyB. littleC.muchD.some7. Transportation is one major factor here, but placement also entails decisions about distribution outlets.B. involvesA. focuses onC.encouragesD.inspires8. Marketing directors havefound that the most subtle changes—in the shape or color of packaging can havea decisive impact on a product's success.A.mysteriousB. slightC.noticeableD. clever9. Knowing this market existed spurred Sara Lee to develop a line of individual Danish pastry products.B. persuadedD. warnedA. urgedC. helpedIV. Match up the words or expressions on the left with the definitions on the right
B. salespeople must be well paid C. advertising it on television is the most effective way D. producers have various ways to choose from 7. Which of the following best expresses the main idea of Para. 8? A. Transportation is the major factor in distribution. B. Tupperware distributes directly to the consumer through its party approach. C. Apparel companies sell to retailers, who resell to consumers. D. Placement can be done in many different ways. 8. From the passage we may conclude that the most important thing to effective marketing is _. A. to produce high-quality products to meet the needs of consumers B. to be able to adjust the Four Ps in response to the demands of the target market C. to spend heavily on promotion to facilitate sale D. to have first-class products and to be able to distribute them widely III. Choose the right meaning of the underlined part according to the context. 1. .and the firm that is good at target marketing will have a valuable edge over its competitors. A. opinion B. advantage C. profit D. division 2. A businessperson’s first marketing decision concerns the products or services that will attract customers in the target market. A. disturbs B. has to do with C. has an effect on D. applies to 3. At Procter & Gamble, alert executives saw rising detergent costs as a threat to continued high-volume usage of their products in the home. A. experienced B. watchful C. anxious D. active 4. Supermarkets have used this tactic successfully on two levels. A. method B. test C. decision D. tact 5. On the other hand, the desirability of some products depends on a high-quality image, which a high price helps to confer. A. comfort B. make C. explain D. give 6. Department stores also spend heavily on advertising, but they choose newspapers as the most effective medium. A. hardly B. little C. much D. some 7. Transportation is one major factor here, but placement also entails decisions about distribution outlets. A. focuses on B. involves C. encourages D. inspires 8. Marketing directors have found that the most subtle changes—in the shape or color of packaging can have a decisive impact on a product’s success. A. mysterious B. slight C. noticeable D. clever 9. Knowing this market existed spurred Sara Lee to develop a line of individual Danish pastry products. A. urged B. persuaded C. helped D. warned IV. Match up the words or expressions on the left with the definitions on the right
1. distribution channelA.all the companies or individuals involved in moving a particular good orservicefrom the producer tothe consumer2. to launch a productB. an idea for a new product, which is tested with target consumers beforethe actual product is developed3.market opportunitiesC.attributes orcharacteristics ofa product:quality,price,reliability,etc.4. market researchD. dividing a market into distinct groups of buyers who have differentrequirements orbuyinghabits5.market segmentationE.places wheregoods are sold to thepublicshops, stores, kiosks, marketstalls, etc.6. packagingF.possibilities offilling unsatisfied needs in sectors in which a company canprofitably produce goods or services7. points of saleG. someone who contacts existing and potential customers, and tries topersuade them to buy goods or services8. product conceptH. collecting, analyzing and reporting data relevant to a specific marketingsituation (such as a proposed new product)9.productfeaturesI.tointroduceanewproductontothemarket10.salesrepresentativeJ. wrappers and containers in which products are soldV.Translate the following sentences into Chinese.1.Figuringhowmuch revenue or brand value companies are generatingfromtheir investments indigitalmedia seemstobegettingmoreandmorecomplex2. The $120 billion that companies are expected to shell out this year for digital advertising and marketingefforts, including website development, will edge past the $1ll.5 billion to be invested in print-basedmarketing.3. Both campaigns also succeeded by integrating multiple channels, blurring the lines between digital andtraditional medialeveraging online buzz to drive mass media exposure that in turn compels people intoaction.4. Digital marketing is similar to modern architecture in many ways. Form follows function. An object cantake several different shapes and be adorned with a variety of different elements, but it'sup to the marketingarchitecttounderstand whatwillbe acceptableto themasses and meet social expectations.Passage 2International MarketingIncreasing numbers of US organizations are crossing national boundaries in search of markets andprofits. For many ofthese firms, the international marketplace generates a sizable portion of total revenuesand profits.Exxon receives73percentofits total revenuefrom itsoverseas operations,IBM59percent,DowChemical 54percent, and ITT43percent.Mobile,Texaco,Merck,EastmanKodak,and Digital Equipment
1. distribution channel A. all the companies or individuals involved in moving a particular good or service from the producer to the consumer 2. to launch a product B. an idea for a new product, which is tested with target consumers before the actual product is developed 3. market opportunities C. attributes or characteristics of a product: quality, price, reliability, etc. 4. market research D. dividing a market into distinct groups of buyers who have different requirements or buying habits 5. market segmentation E. places where goods are sold to the public—shops, stores, kiosks, market stalls, etc. 6. packaging F. possibilities of filling unsatisfied needs in sectors in which a company can profitably produce goods or services 7. points of sale G. someone who contacts existing and potential customers, and tries to persuade them to buy goods or services 8. product concept H. collecting, analyzing and reporting data relevant to a specific marketing situation (such as a proposed new product) 9. product features I. to introduce a new product onto the market 10. sales representative J. wrappers and containers in which products are sold V. Translate the following sentences into Chinese. 1. Figuring how much revenue or brand value companies are generating from their investments in digital media seems to be getting more and more complex. 2. The $120 billion that companies are expected to shell out this year for digital advertising and marketing efforts, including website development, will edge past the $111.5 billion to be invested in print-based marketing. 3. Both campaigns also succeeded by integrating multiple channels, blurring the lines between digital and traditional media—leveraging online buzz to drive mass media exposure that in turn compels people into action. 4. Digital marketing is similar to modern architecture in many ways. Form follows function. An object can take several different shapes and be adorned with a variety of different elements, but it’s up to the marketing architect to understand what will be acceptable to the masses and meet social expectations. Passage 2 International Marketing Increasing numbers of US organizations are crossing national boundaries in search of markets and profits. For many of these firms, the international marketplace generates a sizable portion of total revenues and profits. Exxon receives 73 percent of its total revenue from its overseas operations, IBM 59 percent, Dow Chemical 54 percent, and ITT 43 percent. Mobile, Texaco, Merck, Eastman Kodak, and Digital Equipment
derive more than 40 percent of their annual earnings from international business. The Coca-Cola Company,the prime example ofa global marketer, generates 77 percent of its nearly $9 billion in annual revenues fromforeign sources, and its product is sold in 160 foreign countries.Overseas salesarealso importantrevenuesourcesformanyUS servicefirms.Citicorpearnsabout52percent of its revenues from foreign operations. Other service marketers that derive a substantial portion oftotal revenues from foreign operations include American Family Insurance, 73 percent; Pan Am, 71 percent,Woolworth,43percent;andMcDonalds36percent.Justas somefirmsdepend onforeign sales,others relyonpurchasingrawmaterials abroadforuse intheir domestic manufacturing operations. Afurniture company's purchase of South American mahogany isanexample.International marketing is valuableto the individual firmfor otherreasons.In some instances,thecompany discovers significant product innovations being offered by competitors in foreign markets.Theseimproved offerings may be adapted for the firm's product line currently being offered in its home country,thereby providing a way to generate profitable new-product ideas. Another reason is that the global marketermaybe abletomeetforeigncompetition abroadbeforethelatterinfringes inhomemarkets.After Japan'sMakita Electric Works succeeded incapturinga20percent market shareforprofessional tools inEuropeovera three-year period by offering a highly standardized, low-priced product line, Black & Decker respondedwith a crash program designed to cut costs and tighten quality control to match the Japanese firm's retailprices. These corrective measures prevented Makita from expanding its European successes to the UnitedStates.In developing an international marketing mix, marketers may choose from two alternative approaches:a global marketing strategy or a multinational marketing strategy. A global marketing strategy uses astandardized marketing mix,with minimal modifications, in all foreignmarkets.The advantage of thisapproach is that it enables marketers to realize economies of scalefrom their production and marketingactivities. The Benetton advertisement illustrates this strategy. Benetton's cosmetics, as well as its well-known line ofItalian knitwear, targets the same type of consumer worldwideyoung,affluent shoppers withtrendy tastes. Benetton's international advertising has a common theme “United Colors of Benetton" anduses global visual images that appeal to its target audience whether in New York, Paris, or Tokyo. The onlymodification is translation ofthe copy into different languages. Other companies follow the same strategy.AfterGillette combined its North American and European operations, it used thesamead campaign to marketits newSensorrazor in17countries.SimilarlyCoca-Colauses the sameTVads,adapted with local languagesand other slight variations, in its 160-country world market. The idea ofCoke's global approach is to have“"one sight, one sound, one sell around the world."A global marketing perspective is appropriate for some goods and services and for certain marketsegmentscommontomany nations.Theapproach worksforproducts thathaveuniversal appeal,such asCoca-Cola and Levi's jeans, and for those that appeal to upscale consumers, such as Jaguar.The global approach is particularly appealing to food marketers who hope to help define consumerpreferences. They believe that if their foods are introduced to children, who do not yet have well-defined
derive more than 40 percent of their annual earnings from international business. The Coca-Cola Company, the prime example of a global marketer, generates 77 percent of its nearly $9 billion in annual revenues from foreign sources, and its product is sold in 160 foreign countries. Overseas sales are also important revenue sources for many US service firms. Citicorp earns about 52 percent of its revenues from foreign operations. Other service marketers that derive a substantial portion of total revenues from foreign operations include American Family Insurance, 73 percent; Pan Am, 71 percent; Woolworth, 43 percent; and McDonald’s 36 percent. Just as some firms depend on foreign sales, others rely on purchasing raw materials abroad for use in their domestic manufacturing operations. A furniture company’s purchase of South American mahogany is an example. International marketing is valuable to the individual firm for other reasons. In some instances, the company discovers significant product innovations being offered by competitors in foreign markets. These improved offerings may be adapted for the firm’s product line currently being offered in its home country, thereby providing a way to generate profitable new-product ideas. Another reason is that the global marketer may be able to meet foreign competition abroad before the latter infringes in home markets. After Japan’s Makita Electric Works succeeded in capturing a 20 percent market share for professional tools in Europe over a three-year period by offering a highly standardized, low-priced product line, Black & Decker responded with a crash program designed to cut costs and tighten quality control to match the Japanese firm’s retail prices. These corrective measures prevented Makita from expanding its European successes to the United States. In developing an international marketing mix, marketers may choose from two alternative approaches: a global marketing strategy or a multinational marketing strategy. A global marketing strategy uses a standardized marketing mix, with minimal modifications, in all foreign markets. The advantage of this approach is that it enables marketers to realize economies of scale from their production and marketing activities. The Benetton advertisement illustrates this strategy. Benetton’s cosmetics, as well as its wellknown line of Italian knitwear, targets the same type of consumer worldwide—young, affluent shoppers with trendy tastes. Benetton’s international advertising has a common theme “United Colors of Benetton” and uses global visual images that appeal to its target audience whether in New York, Paris, or Tokyo. The only modification is translation of the copy into different languages. Other companies follow the same strategy. After Gillette combined its North American and European operations, it used the same ad campaign to market its new Sensor razor in 17 countries. Similarly Coca-Cola uses the same TV ads, adapted with local languages and other slight variations, in its 160-country world market. The idea of Coke’s global approach is to have “one sight, one sound, one sell around the world.” A global marketing perspective is appropriate for some goods and services and for certain market segments common to many nations. The approach works for products that have universal appeal, such as Coca-Cola and Levi’s jeans, and for those that appeal to upscale consumers, such as Jaguar. The global approach is particularly appealing to food marketers who hope to help define consumer preferences. They believe that if their foods are introduced to children, who do not yet have well-defined
tastes, they are likely to be accepted. In addition, travelespecially in Europehas created a willingnessamong adults to try different ethnic flavors. Certainly,some new product concepts, likefast-food restaurantsand microwavemeals, have been readily accepted in the absence of similarlocal offerings.Most firmsfind it necessary to continue practicing market segmentation outsidetheirhomemarketsbytailoringtheirmarketingmixesfromcountrytocountry.Thisapproach,calledamultinationalmarketingstrategy, assumes that different market characteristics and competitive situations among nations require thedevelopment of a customized marketing mix appropriate for each marketplace. For example, in a recentadvertising campaign for Lux soap, ads that appeared in the United Kingdom showed a celebrity applyingthe soap in herbath.In Germany,the same ad showed thewoman about to step into the shower.These twoversions were necessary because while the British are more likely to bathe in a tub, the Germans prefer theshower.Kraftfollowed a similar multinational approach initscheeseadvertisements.InBelgium,anadshows a wedge of white cheese being spread on toast as part of the breakfast.In Spain, the same brand ofcheese is in slice form and is being rolled around an asparagus stalk as an hors d'oeurve.Some marketers use a combined global and multinational approach.For example, when Scott Paperentered the European market, its marketing research convinced thecompanyto create a consistently warm,cuddly advertising image.To implement thisglobal concept, Scott created a series of ads that focused on aLabrador puppy,an imagethatwouldtell consumers that Scott was“softand strongHowever,becauseScott believed that its ads should reflect local markets, a series ofads were shot in different settings.In GreatBritain, the puppy was shown in a traditional English country garden. In Spain, the setting was a living roomwith Spanish-stylefurniture.InItaly,an Italian livingroom was chosen.In addition,the background musicvaried by location.ParkerPen'sGlobalizationStrategyWhen Parker Pen Company decided to launch a global marketing strategy30 years ago,someobserverswere puzzled.Although Parker's name was well-known,the Wisconsin-based company brought limitedresourcestothetask.Annual sales of Parker writing instrumentshad never exceeded$225million,and thecompany had never budgeted more than s20 million a year for advertising. Still, Parker's high-qualityproducts were sold in 154 countries, and its marketing executives were eager to design and implement aglobal strategy for Parker Pen. In their view, cultural and competitive similarities would be more importantthan differences,meaning that the sameproductcould be sold the same way in many differentmarkets,andwith much lower marketing costs. They believed, in short, that Parker Pen would provide a classic test ofglobal marketingtheory.Parker's then president, James Peterson,also believed thatglobal marketing would be crucial to thesurvival ofthefalteringcompany.The company's weaknesses had been obscured for years by strong overseassales and a weak US dollar.At home, not only were competitors introducing mass-marketed, disposal pens,but even as Parker attemptedto guard its reputationforquality,the company was losing its share of thedomestic expensive-pen market to A.T. Cross Company and Sheaffer Eaton, Furthermore, Parker'smanufacturing process was inefficient. New-product development had been neglected, and advertisingworldwide,whichhad been left to local marketers,was handled by more thanfortydifferent agencies.Profits
tastes, they are likely to be accepted. In addition, travel—especially in Europe—has created a willingness among adults to try different ethnic flavors. Certainly, some new product concepts, like fast-food restaurants and microwave meals, have been readily accepted in the absence of similar local offerings. Most firms find it necessary to continue practicing market segmentation outside their home markets by tailoring their marketing mixes from country to country. This approach, called a multinational marketing strategy, assumes that different market characteristics and competitive situations among nations require the development of a customized marketing mix appropriate for each marketplace. For example, in a recent advertising campaign for Lux soap, ads that appeared in the United Kingdom showed a celebrity applying the soap in her bath. In Germany, the same ad showed the woman about to step into the shower. These two versions were necessary because while the British are more likely to bathe in a tub, the Germans prefer the shower. Kraft followed a similar multinational approach in its cheese advertisements. In Belgium, an ad shows a wedge of white cheese being spread on toast as part of the breakfast. In Spain, the same brand of cheese is in slice form and is being rolled around an asparagus stalk as an hors d’oeurve. Some marketers use a combined global and multinational approach. For example, when Scott Paper entered the European market, its marketing research convinced the company to create a consistently warm, cuddly advertising image. To implement this global concept, Scott created a series of ads that focused on a Labrador puppy, an image that would tell consumers that Scott was “soft and strong”. However, because Scott believed that its ads should reflect local markets, a series of ads were shot in different settings. In Great Britain, the puppy was shown in a traditional English country garden. In Spain, the setting was a living room with Spanish-style furniture. In Italy, an Italian living room was chosen. In addition, the background music varied by location. Parker Pen’s Globalization Strategy When Parker Pen Company decided to launch a globalmarketing strategy 30 years ago, some observers were puzzled. Although Parker’s name was well-known, the Wisconsin-based company brought limited resources to the task. Annual sales of Parker writing instruments had never exceeded $225 million, and the company had never budgeted more than $20 million a year for advertising. Still, Parker’s high-quality products were sold in 154 countries, and its marketing executives were eager to design and implement a global strategy for Parker Pen. In their view, cultural and competitive similarities would be more important than differences, meaning that the same product could be sold the same way in many different markets, and with much lower marketing costs. They believed, in short, that Parker Pen would provide a classic test of global marketing theory. Parker’s then president, James Peterson, also believed that global marketing would be crucial to the survival of the faltering company. The company’s weaknesses had been obscured for years by strong overseas sales and a weak US dollar. At home, not only were competitors introducing mass-marketed, disposal pens, but even as Parker attempted to guard its reputation for quality, the company was losing its share of the domestic expensive-pen market to A.T. Cross Company and Sheaffer Eaton. Furthermore, Parker’s manufacturing process was inefficient. New-product development had been neglected, and advertising worldwide, which had been left to local marketers, was handled by more than forty different agencies. Profits
wereplunging,andmostof theprofits weregenerated byManpowerTemporary Services,a subsidiaryofParkerPen.Peterson's first move was to streamline Parker's operations by cutting the payroll by half, reducing theproduct line from 500 different writing instruments to 100, and spending $20 million to upgrade Parker'smanufacturing facilities.Then Peterson and his marketing team embarked on a two-pronged program withfar-reaching consequences. They began production of cheap pens that could compete in the under-$3 market,and they standardized everything associated with Parker products under a“global umbrella".From then on,all packaging and point-of-sale display materials would use the same striking block motif. The advertisingbudget would be centralized, and one advertising agency would handle accounts worldwide.A singletheme-"Make your mark with a Parker"-would be used for all products and in all markets, andadvertisements would feature the same graphics, photography,and typefaces, Only the languages of thecopy would vary.In addition,advertising would spotlight Parker's new, inexpensive products instead of thequality pens that were thecompany's trademark.These two decisionsto produce cheap pens and to use a uniform marketing strategy for all Parkerproducts-were eventually considered major blunders by many inside Parker Pen. Long-time Parker Penemployees objected that the lower-quality pens ran counter to Parker's carefully nurtured status image.Parker's Europeanmanager argued thatadvertising shouldtake into accountthedifferences amongmarkets.However,Parker's newmanagement insisted that the company's future lay in high-tech, high-volumeproduction of cheap pens for a global market, and implementation of new strategy proceeded. At first, salesofthenewroller-ball pen and otherwritinginstruments increased.Then,just asdemandwaspicking up,theautomated production line began to shut downrepeatedly. Parker employees were forced to return to theassembly lines to take overforthemalfunctioningsystems.Thedefectrate soared,and before theproblemswere resolved,themarketing division set aside strategies and forecasts and sold whatever products wereavailable.Afewmonthslater,theglobal advertising campaign waslaunched.Inaccordance withthe“one product,one market"policy,advertisements for different markets had identical layout, illustrations,and text,only thelanguages in whichthey were written were different.Because thetheme was so general, the advertisementsappealed to no one in particular, especially not to those buyers who viewed writing instruments as statussymbols. Resentment against the global marketing strategy mounted within the company, and when thefailure of the advertising campaign could no longer be ignored, Peterson resigned, followed by his hand-picked marketing executives.The pen business suffered a $500,000 loss and was purchased in 1986 by agroup of Parker's international managers and a British venture capital company.Nowbased inNewhaven,England,ParkerPenLtd.isaprofitablecompany,with2000pre-taxprofitsof s88 million. Although the reorganized firm used the now-functioning Wisconsin plant and owes some ofits cusses to the greater operating efficiency the formermanagement brought about, the new owners haveinstituted several policies of their own. Parker's inexpensive pens receive less emphasis in advertising, andplans to produce disposable pens were dropped.The company is working to restore its reputation for qualityand reliability. It intends to add perceived value, rather than volume, to its products. In addition, except for
were plunging, and most of the profits were generated by Manpower Temporary Services, a subsidiary of Parker Pen. Peterson’s first move was to streamline Parker’s operations by cutting the payroll by half, reducing the product line from 500 different writing instruments to 100, and spending $20 million to upgrade Parker’s manufacturing facilities. Then Peterson and his marketing team embarked on a two-pronged program with far-reaching consequences. They began production of cheap pens that could compete in the under-$3 market, and they standardized everything associated with Parker products under a “global umbrella”. From then on, all packaging and point-of-sale display materials would use the same striking block motif. The advertising budget would be centralized, and one advertising agency would handle accounts worldwide. A single theme—“Make your mark with a Parker”—would be used for all products and in all markets, and advertisements would feature the same graphics, photography , and typefaces; Only the languages of the copy would vary. In addition, advertising would spotlight Parker’s new, inexpensive products instead of the quality pens that were the company’s trademark. These two decisions—to produce cheap pens and to use a uniform marketing strategy for all Parker products—were eventually considered major blunders by many inside Parker Pen. Long-time Parker Pen employees objected that the lower-quality pens ran counter to Parker’s carefully nurtured status image. Parker’s European manager argued that advertising should take into account the differences among markets. However, Parker’s new management insisted that the company’s future lay in high-tech, high-volume production of cheap pens for a global market, and implementation of new strategy proceeded. At first, sales of the new roller-ball pen and other writing instruments increased. Then, just as demand was picking up, the automated production line began to shut down—repeatedly. Parker employees were forced to return to the assembly lines to take over for the malfunctioning systems. The defect rate soared, and before the problems were resolved, the marketing division set aside strategies and forecasts and sold whatever products were available. Afew months later, the global advertising campaign was launched. In accordance with the “one product, one market” policy, advertisements for different markets had identical layout, illustrations, and text; only the languages in which they were written were different. Because the theme was so general, the advertisements appealed to no one in particular, especially not to those buyers who viewed writing instruments as status symbols. Resentment against the global marketing strategy mounted within the company, and when the failure of the advertising campaign could no longer be ignored, Peterson resigned, followed by his handpicked marketing executives. The pen business suffered a $500,000 loss and was purchased in 1986 by a group of Parker’s international managers and a British venture capital company. Now based in Newhaven, England, Parker Pen Ltd. is a profitable company, with 2000 pre-tax profits of $88 million. Although the reorganized firm used the now-functioning Wisconsin plant and owes some of its cusses to the greater operating efficiency the former management brought about, the new owners have instituted several policies of their own. Parker’s inexpensive pens receive less emphasis in advertising, and plans to produce disposable pens were dropped. The company is working to restore its reputation for quality and reliability. It intends to add perceived value, rather than volume, to its products. In addition, except for